Helen M. Williams

Assessing dissimilarity relations under missing data conditions: Evidence from computer simulations

The extensive research examining relations between group member dissimilarity and outcome measures has yielded inconsistent results. In the present research, the authors used computer simulations to examine the impact that a methodological feature of such research, participant nonresponse, can have on dissimilarity-outcome relations. Results suggest that using only survey responders to calculate dissimilarity typically results in underestimation of true dissimilarity effects and that these effects can occur even when response rates are high.

Modeling the Antecedents of Proactive Behavior at Work

Using a sample of U.K. wire makers (N = 282), the authors tested a model in which personality and work environment antecedents affect proactive work behavior via cognitive-motivational mechanisms. Self-reported proactive work behaviors (proactive idea implementation and proactive problem solving) were validated against rater assessments for a subsample (n = 60) of wire makers. With the exception of supportive supervision, each antecedent was important, albeit through different processes. Proactive personality was significantly associated with proactive work behavior via role breadth self-efficacy and flexible role orientation, job autonomy was also linked to proactive behavior via these processes, as well as directly; and coworker trust was associated with proactive behavior via flexible role orientation. In further support of the model, the cognitive-motivational processes for proactive work behavior differed from those for the more passive outcome of generalized compliance.

Perceived Dissimilarity and Perspective Taking Within Work Teams

The authors investigate the relationship between employee perceptions of surface- and deep-level dissimilarity and within-team perspective taking. Results suggest that the more dissimilar employees perceive themselves to be from their fellow team members in terms of their work style, the less their perspective taking (i.e., lower positive attributions and empathy). In addition, the authors found that perceived work-style dissimilarity interacted with a contextually salient surface-level attribute (perceived age dissimilarity) such that when perceived work-style dissimilarity was low, perceived age dissimilarity had a stronger negative effect on within-team perspective taking. This study demonstrates the importance of considering perspective taking in their understanding of the effects of dissimilarity within teams and furthers theoretical understanding of the effects of relational demography by testing competing theories undergirding relational demography research.

Proactively performing teams: The role of work design, transformational leadership, and team composition

This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self-management, transformational team leaders, and a higher- than-average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms.

Assessing the Impact of Nonresponse on Work Group Diversity Effects

Research examining relations between work group diversity and outcome measures often relies on diversity scores that are calculated on the basis of individual responses to organizational surveys. When employees fail to respond to a survey, however, the resultant diversity score representing their group will be somewhat distorted. The authors conducted a series of computer simulations to examine the extent to which correlations between group diversity scores (derived from continuous or categorical variables) and outcome variables were attenuated by various forms of random and systematic participant nonresponse. Results indicate that random nonresponse, and many forms of systematic nonresponse, substantially attenuate mean observed correlations.

Measuring gender composition in work groups: A comparison of existing methods

Reviewing research on diversity and relational demography in teams and work groups, the authors compare different ways of measuring gender composition and demonstrate that existing practice can be theoretically biased. The authors conclude that within group-level analyses, the proportion of women should be used; whereas within individual-level analyses, the appropriate approach depends on whether a gender-by-gender composition interaction effect is found. The generalizability of this approach to other types of diversity is also discussed.

New public management and organisational commitment in the public sector: testing a mediation model

This paper focuses on the attitudes of learning professionals towards New Public Management (NPM). In a survey of the UK further education sector (n = 433), NPM beliefs were found to be positively associated with both affective and normative organisational commitment. However, as expected, NPM beliefs were not found to be related to continuance organisational commitment. The results also show that although perceived organisational support mediates the relationship between NPM beliefs and affective organisational comment, it is only a partial mediator of the relationship between NPM beliefs and normative organisational commitment. The theoretical and practical implications of these findings, and potential directions for future research, are discussed.

Giving Thanks: The Relational Context of Gratitude in Postgraduate Supervision

Successful postgraduate supervision is often dependent upon the quality of the relationship between postgraduates and their supervisors. This article reports on two studies that focus on grateful affect and grateful expression within low‐ and high‐trust postgraduate–supervisor working relationships. In Study 1, a sample of Canadian postgraduates and supervisors was interviewed to explore the consequences of expressed gratitude and identify supervisory behaviors for which postgraduates are grateful. In Study 2, a sample of Australian postgraduates was surveyed. Results showed that perceptions of supervisors’ altruism and the perceived value of supervisors’ behaviors were positively related to the grateful affect felt by postgraduates in low‐trust working relationships. In contrast, perceptions of supervisors’ altruism and the perceived value of supervisors’ behaviors were not related to grateful affect in high‐trust working relationships. Implications for theory and practice are discussed.

Examining workgroup diversity effects: does playing by the (group-retention) rules help or hinder?

Group diversity researchers are often faced with the problem of calculating diversity indices for groups that are incomplete due to participant nonresponse. Because participant nonresponse may attenuate the correlations that are observed between group diversity scores and outcome variables, some researchers use group-retention rules based on within-group response rates. With this approach, only those groups that have a within-group response rate at, or higher than, the rate prescribed by the group-retention rule are retained for subsequent analyses. We conducted two sets of experiments using computer simulations to determine the usefulness of group-retention rules. We found that group-retention rules are not a substitute for a high response rate and may decrease the accuracy of observed relations, and consequently, we advise against their use in diversity research.